I 摘要 十九大以来，以提高国有企业综合实力与国有资本效益为主要目标，为主 动适应经济发展新常态，国有企业掀起了改革浪潮。企业在管理上的改革是促 进改革成效有效落地实施的关键。科学有效的绩效考核能有效激发员工的工作 热情，促进企业保持竞争优势和可持续发展。 H市城投公司当前正处于转型升级的重要时期，对公司的管理提出了挑战。 人力资源是企业生产的“第一资源”，绩效管理是人力资源的核心。本文以H 市城投公司为研究主体，按照提出问题、分析原因、解决问题的逻辑思路，通 过调查研究发现H市城投公司存在绩效考核方式不科学、绩效考核指标不尽合 理、绩效考核流程不够完善、绩效考核结果应用不充分、体制机制不健全等一 系列问题。在学习国内外绩效考核相关的管理经验，总结绩效考核的相关理论 知识，分析关键绩效指标法、平衡积分法、360度考核法等绩效考核工具的基础 上，探寻适合该城投公司的绩效管理方法，针对发现的问题提出了解决对策， 即：完善绩效考核流程、调整绩效考核指标、优化绩效考核方式、建立健全绩 效沟通机制、促进考核结果应用、建立健全绩效考核体质机制等，以提高整体 绩效为目标，完善绩效考核管理，促进企业实现发展战略目标，助推企业快速、 持续发展。 关键词：城投公司；绩效考核；绩效管理；问题与对策 Abstract II Abstract Sincethe19thnationalcongressofthecommunistpartyofChina(CPC),with themaingoalofimprovingthecomprehensivestrengthandefficiencyofstate-owned enterprises(soes)andtakingtheinitiativetoadapttothenewnormalofeconomic development,soeshavelaunchedawaveofreform.Thereformofenterprise managementisthekeytotheeffectiveimplementationofthereform.Scientificand effectiveperformanceappraisalcaneffectivelystimulateemployees'workenthusiasm, andpromoteenterprisestomaintaincompetitiveadvantagesandsustainable development. Hcityinvestmentcompanyiscurrentlyinanimportantperiodoftransformation andupgrading,whichchallengesthemanagementofthecompany.Humanresourceis the"firstresource"ofenterpriseproduction,andperformancemanagementisthecore ofhumanresource.CityinvestmentcompanybasedontheHcityastheresearch subject,accordingtothequestion,theanalysisreason,solvetheproblemoflogical thinking,throughtheinvestigationandstudyfoundthattheHcityurbanconstruction investmentcompanyperformanceevaluationmethodisnotscientific,some unreasonableperformanceevaluationindicators,theimperfectionoftheperformance appraisalprocess,inadequateperformanceevaluationresultapplication,system mechanismisnotsoundandsoonaseriesofproblemsthebasisoflearning managementexperiencerelatedtoperformanceappraisalathomeandabroad, summarizingrelevanttheoreticalknowledgeofperformanceappraisal,andanalyzing performanceappraisaltoolssuchaskeyperformanceindicatormethod,balancescore methodand360-degreeassessmentmethod,thispaperexploresperformance managementmethodssuitablefortheinvestmentcompanyinthiscity,andproposes solutionstotheproblemsfound,namely:Optimizeperformanceappraisalway,adjust theperformanceappraisalindex,improvetheperformanceappraisalprocess, establishandimprovetheperformanceofthecommunicationmechanism,promoting theresultsoftheappraisalapplication,establishasoundperformanceappraisal Abstract III physicalmechanism,etc.,inordertoimprovetheoverallperformanceasthegoal, perfecttheperformanceappraisalmanagement,promoteenterprisedevelopment strategictarget,booster,sustainedandrapiddevelopmentofenterprises. Keywords:cityinvestmentcompany;Performanceappraisal;Performance appraisalmanagement 目录 IV 目录 摘要.............................................................................................................I Abstract...................................................................................................II 目录.......................................................................................................IV 第一章引言.........................................................................................1 第一节选题背景与研究意义.................................................................1 一、选题背景....................................................................................................1 二、研究意义....................................................................................................2 第二节文献综述.....................................................................................3 一、国外研究现状............................................................................................3 二、国内研究现状............................................................................................4 第三节研究思路和方法.........................................................................5 一、研究思路....................................................................................................5 二、研究方法....................................................................................................5 第四节论文的内容.................................................................................6 第二章绩效考核概述及常用方法.........................................................7 第一节绩效考核的相关概念.................................................................7 一、绩效............................................................................................................7 二、绩效考核....................................................................................................8 三、关于本文中绩效考核的定义....................................................................8 目录 V 第二节绩效考核常用方法.....................................................................9 一、平衡计分卡（BSC）..................................................................................9 二、关键绩效指标法（KPI）........................................................................10 三、360度考核法...........................................................................................12 第三章H市城投公司绩效考核现状....................................................13 第一节H市城投公司基本情况............................................................13 第二节H市城投公司绩效考核现状....................................................13 一、对高层管理者的考核..............................................................................14 二、对中层管理者的考核..............................................................................14 三、对一般员工的考核..................................................................................16 第四章H市城投公司绩效考核存在的问题分析...............................19 第一节绩效考核实施流程不完善.......................................................19 一、缺乏管理的专业性..................................................................................19 二、缺乏管理的延续性..................................................................................20 第二节绩效考核指标不尽合理...........................................................21 一、考核指标设计不合理..............................................................................21 二、考核指标选取不合理..............................................................................22 第三节绩效考核方式不科学...............................................................23 一、考核主体单一..........................................................................................23 二、不适应企业发展现状..............................................................................24 第四节绩效沟通反馈不顺畅...............................................................25 一、员工的参与度较低..................................................................................25 目录 VI 二、员工的认可度较低..................................................................................26 第五节考核结果运用不充分...............................................................27 一、考核结果缺乏激励作用..........................................................................27 二、考核结果与职业发展关联不足..............................................................28 第六节绩效考核保障不到位...............................................................29 一、思想认识不到位.............................................................................